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Founder
Sterling Energy Group

The infrastructure decisions developers should be making before they buy land

Abdul Ismail, founder of new NLA member Sterling Energy Group, explores why utility infrastructure should be considered before developers buy land, and how early planning can protect project viability and support long-term sustainability.

When assessing a development opportunity, there is understandably a strong focus on planning, construction costs, design and the potential return on investment. But one area that can have a significant impact on a project’s viability is often considered too late: utility infrastructure.

Electricity, gas, water and the infrastructure needed to support future energy demand are not simply final items on a construction checklist. They can influence what is possible on a site, how much a project costs and when a building can ultimately be occupied.

In my experience across the energy sector, asking the right questions at the beginning can make a consideable difference further down the line.

Understand the site before committing

A site may look suitable on paper, but that does not necessarily mean the existing utility networks can accommodate the proposed development.

Electricity capacity is a good example. A project may require a new connection, an upgraded supply or additional network infrastructure. Depending on the location and the available capacity, this can involve significant costs, coordination and lead times.

Developers should therefore consider what utilities are available, what capacity may be required and whether any network upgrades are likely before making firm assumptions about a project’s budget or programme.

Early enquiries do not remove every uncertainty, and costs and timescales will need to be confirmed with the relevant network operators and providers. However, they can help identify potential constraints while there is still an opportunity to assess the options.

The cost of leaving it too late

Utility infrastructure is closely connected to the wider construction programme. Connection applications, design approvals, civil engineering works, substations, metering and energisation all need to be coordinated with other project activities.

When these elements are addressed late, the consequences can extend beyond the utility works themselves. Contractors may need to revisit programmes, budgets may come under pressure and practical completion or occupation could be affected.

The answer is not necessarily to complete every utility decision before a site is acquired. It is to understand the risks early enough to make informed decisions, allow realistic lead times and establish clear responsibility for progressing the work.

Having visibility of the entire process, from the initial enquiry through to final connection and handover, can also help prevent important details from being missed between different parties.

Sustainability starts with infrastructure

There is also a longer-term consideration. As developments respond to changing energy demands and sustainability expectations, infrastructure decisions made today will influence how buildings operate in the future.

Electric vehicle charging, increased electricity demand and the potential integration of low carbon technologies all need to be considered alongside the intended use of a building.

Retrofitting infrastructure after completion can be more complicated than planning for future requirements from the outset. That does not mean every development needs to install every technology immediately. It means understanding what may be needed and making proportionate, commercially sensible decisions while designs are still being developed.

A sustainable development is not just about the materials used or the technologies installed. It is also about creating buildings that are practical to operate, adaptable to changing demands and supported by the infrastructure they need.

A more joined up approach

Utility infrastructure should be part of the early conversation between developers, architects, consultants, cost managers and contractors.

Bringing these parties together earlier can improve visibility of costs, identify potential constraints and help align infrastructure delivery with the wider construction programme.

For me, the key message is straightforward: understand the infrastructure before it becomes a problem.

The earlier developers ask the right questions, the more opportunity they have to make informed decisions, manage risk and consider sustainability without losing sight of commercial realities.

Ultimately, good infrastructure planning is not simply about getting a building connected. It is about helping ensure that what gets built can be delivered, occupied and used as intended.

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Abdul Ismail

Founder
Sterling Energy Group